Unlocking our Potential Barking and Dagenham Overview and Scrutiny - - PowerPoint PPT Presentation

Unlocking our Potential Barking and Dagenham Overview and Scrutiny Committee 16 June 2015

Appendix 1

Unlocking our Potential

Our vision: To provide outstanding healthcare to our community, delivered with PRIDE Our mission: Great care to every patient every day Taking PRIDE: Achieve the above through our living Dec 2013: placed in special measures following Chief Inspector of Hospitals review Jun 2014: published Unlocking our Potential,

• ur improvement plan to address issues

Mar 2015: re-inspection by Care Quality Commission to review progress Unlocking our Potential Five workstreams with an Executive lead:

• ur values:

Passion Responsibility Innovation Drive Empowerment

• Leadership and

Organisational Development

• Outpatients
• Patient Care and

Clinical Governance

• Patient Flow and

Emergency Pathway

• Workforce

Leadership and Organisational Development

Leading the way

• New Trust Board; recruiting for Chief Nurse
• Board development programme – build relationships; effective team work
• Phase one of organisational restructure – six clinical divisions each with:

– Divisional Director – Divisional Manager

To give great care to every patient every day we need to structure ourselves for success

– Divisional Manager – Divisional Nurse

• Phase two – implementation underway

Taking PRIDE in our care

• Embed and expand our PRIDE brand – emphasise external

partnerships Taking PRIDE in Your Care Together

• Reward and recognise – Terrific Tickets
• Staff engagement strategy being developed

Outpatients

Call Centre improvements

• Call demand and capacity analysis – better allocate resource
• Pre-pilot mid-July 2014 – answer rate approx 48 per cent
• Since November 2014 – regular answer rates of 95 per cent

Short notice clinic cancellations

• Reduced by 87 per cent
• Led to huge reduction in multiple appointment changes

since April 2014 Patient Experience

• Patient pagers – don’t need to wait in clinics
• Rolled out Friends and Family Test

to Queen’s Hospital

• Planned refurbishment and uniforms
• GP Liaison Service launched

Patient Care and Clinical Governance

Patient Experience

• Spot it, Treat it, Beat it sepsis campaign – best practice tool; more than

3,000 staff trained; redesigned observation charts

• New nursing documentation – streamlined; more time with patients
• Improving accessibility – easy-read and child-friendly patient surveys; deaf

awareness training

• Listening and responding – listening events; You said, we did boards;

Mystery Shoppers

• Dementia wards - colour coded bays; time and date clocks; Rempod;

Listening to our patients; supporting our staff

Dementia wards - colour coded bays; time and date clocks; Rempod; Tommy on Tour

• Nutrition – menu choices; feeding buddies; ward champions

Governance

• Getting our structures and processes right
• Focus on Serious Incidents
• Learning Lessons campaign
• Good Governance Institute
• Guardian Service

Patient Flow and Emergency Pathway

Discharges

• ‘It’s Everyone’s Responsibility’ campaign – started with

10 x 10; 20 x 12 model

• Now focus on pre-8am discharges
• Discharging on average 24 per cent patients before 12pm
• Joint Assessment and Discharge Service (JAD)

Front door

• Majors Lite

Strong focus on partnership working

• Urgent Care Centre

Frailty pathway

• Extended Frail Older Persons’ Advisory Service

to King George Hospital

• Extended Elders Receiving Unit at Queen’s

Hospital to 30 beds

• Community Treatment Teams out with

London Ambulance crews

• Ambulatory care pathway – access

acute services without admission

Four hour emergency access target

Workforce

• New values-based recruitment approach – right skills;

right attitude

• Working with partners on recruitment strategy
• Working with our accommodation contractors to

provide better facilities

• Reduced time to hire – now 43.3 days from

55.3 days; target 40 days

Working with partners and staff to recruit and retain high calibre colleagues

• Filled 95 per cent of our Healthcare

Assistant positions for inpatient areas

• Establishment, Retention and

Recruitment (ERR) groups for Emergency Department and Acute Medicine

• Focus on reduction of agency

staff – increased In House Bank rates; weekly star chamber

Care Quality Commission

Our re-inspection

• March 2015: re-inspected by CQC
• Announced and unannounced visits
• Four possible ratings across five domains

What’s next?

• Quality Summit planned for 17 June 2015
• Report expected to be published 18 or 19

June 2015

• Continue on our journey to improve care

for our patients

Today we are here Special measures Year 1 Year 2

Up to 2014 2014/2015 2015/2016 2016/17

10

Cycle of regime change and inconsistency

Year Year 3 Unlocking our potential

Stability

Delivering our potential

Resilience

New models

• f delivery

Sustainable